5 The Need For HRD: Business And Economics Changed HRD can be ‘a platform for organisational transformation,
a mechanism for continuous organisational and individual renewal
and a vehicle for global knowledge transfer’.

7 The Need For HRD: Technological Changes
Technological change creates requirements for training and development

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8 The Need For HRD: Organisational Change Organisations that work in less time will have a competitive advantage.
A customer and quality focus will permeate tomorrow’s superior organisation.
The arena for an organisation’s planning and action will be global.
Business strategies now depend on quality and versatility of the human resource.
Work structure and design will change dramatically.

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9 The Need For HRD Social, legal & Other Changes Social attitudes, legal requirements, industrial relations and so on generate training and development needs.
They demand new skills in the workplace

11 Training and Development (T&D) Development – preparing for future responsibilities, while increasing the capacity to perform at a current job
Management training
Supervisor development

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12 Benefits of Trg. & Development Training and development helps the employees to achieve their personal goals which in turn help to achieve the overall organizational objectives.
Thus, we can bifurcate the benefits of training and development into two broad heads:
Organizational benefits
Personal benefits

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13 Organizational benefits: Improves the morale of the workforce.
Leads to improve profitability and more positive attitudes towards profit orientation
Improves the job knowledge and skills at all levels of the organization.
Aids in organizational development
Improves relationship between superior and subordinate.

18 Strategic Management & HRD Strategic management aims to ensure organizational effectiveness for the foreseeable future – e.g., maximizing profits in the next 3 to 5 years
HRD aims to get managers and workers ready for new products, procedures, and materials

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19 Supervisor’s Role in HRD Implements HRD programs and procedures
On-the-job training (OJT)
Coaching/mentoring/counseling
Career and employee development
A “front-line participant” in HRD

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20 Organizational Structure- HRD Departments Depends on company size, industry and maturity
No single structure used
Depends in large part on how well the HRD manager becomes an institutional part of the company – i.e., a revenue contributor, not just a revenue user